✎ Just do it ✎








GDG (HK) DevFest 2013

DevFest 是個認識 Google 相關技術和開發者項目的好機會,可以向他們問任何你想問的問題,這趟的GDG (HK) DevFest 2013 有關於 Android、Cloud Platform 和 Maps 的內容。


  • 日期:31, Oct, 2013 (Thursday)
  • 時間:1 – 7 pm
  • 地址:Regus Conference Centre, 35/F, Central Plaza, 18 Harbour Road, Wanchai, Hong Kong
  • 語言:英語
  • 主辦:GDG Hong Kong
  • 登記:GDG (HK) DevFest 2013

9GAG 招聘講座(香港大學 & 樹仁大學)

時間 & 地點


Date: 24 Oct, 2013 (Thu)
Time: 4:30pm – 5:30pm
Venue: H302, Residential & Amenities Complex
Disciplines: All
Language: Cantonese


Date: 24 Oct, 2013 (Thu)
Time: 12:45pm – 2:15pm
Venue: Theatre 6, 1/F, Meng Wah Complex, HKU
Disciplines: All
Language: Cantonese


如果你有興趣知道更多,可以去他們的Facebook Page看看。

Google 將借你之名,向朋友打廣告




打開Chrome,頂頭有一條藍色的提示,Google要更改服務條款了,上去看一看,原來是像Facebook那種以你的社交活動,例如對Play Store或在Google Plus上關注了某個商戶,然後這個動作他日就有可能變成該產品的「口碑廣告」,讓你的朋友可以看見及增加對產品的信心。

Terms of Service update – Google Policies & Principle

[Startup Saturday] Mobile Startup Conference in Hong Kong

從Web 2.0到Mobile,當下最熱門的Mobile創業題目到底是什麼?參與10月12日的Mobilliance 2013你便會知道答案。

不同的Mobile Startups將會分享以下的講題:

  • Game Not Over: Why You Can Still Leave Your Mark in Mobile
  • Smartbull: Your Mobile Strategy is Bulls#it
  • X-Plat: Not Going Cross-platform as a Startup is like Jumping From IFC Without a Parachute!
  • Are You Designing the Future of Mobile, or Just Copying It?
  • Make it So: Don’t Waste Time with Consumers, Your Successful Mobile Startup is in Enterprise
  • The Art of the Pivot: Acknowledging You’re Going Down the Wrong Road and Find the One to Success!
  • Y U No Download Me: A Look at Rankings from the Hong Kong and China App Stores
  • The Investment Scene for Hong Kong Mobile Startups Roundtable
  • Are Most Smartphone Users Dumb? Hong Kong App Developers Roundtable

開始時間:2013年10月12日 09:00
結束時間:2013年10月12日 18:00
地點:The Vine, 灣仔



Copycats: 最真誠的驗證


Brian Wong
Founder and CEO at Kiip

創辦 Kiip 的 Brian Wong 在 LinkedIn 有篇熱門文章,標題是「Copycats: 最真誠的驗證」,在互聯網復製成本愈來愈低,抄襲現像愈來愈普及的情況之下,Brian 提醒各位Startups 創辦人,如果你的Startups項目被人抄襲,你應該感到高興而不是懊惱。因為抄襲與模仿,正正是最有效的市場驗證之一,證明你走對方向了。

Brian 更提出幾個實用小貼士,教大家如何在被模仿的時候,晚上依然可以「睡得安樂」:

  • Focus on what’s ahead, not who’s in your rearview mirror
    As a rule, copiers can only mimic what they can see. They’re reverse engineering a concept they’ve seen. But it’s tough to build a airplane from just seeing it.
  • Remember, imitators are not competitors.
    A competitor is challenging your market share meaningfully and innovating in their own right, whereas an imitator is a watered-down version of your company. An imitator may have copied your idea, but they cannot transplant your execution.
  • Get your IP ducks in a row.
    Build defensibility into your brand, data, successes and ultimately your ability to execute. Don’t forget that plagiarism by others can sometimes be illegal. Patent trolls are unfortunately becoming more prevalent within the startup scene. Don’t optimize what you create for a patent. Try your best to innovate first.

Connect  Brian Wong on LinkedIn now!

Steve Ballmer 最後一封股東信


好不容易,硬件、軟件、作業系統、手機平台、商店、廣告、等各方面的業務,來到這一刻,Microsoft終於齊全了,但Steve Ballmer亦要退下來。

Microsoft的轉型,目標是統一各業務部門,整合資源,達到「一個Microsoft」的整體用戶經驗(Total UX)的結果,就像Apple那種從手機到平板以至商店的用戶經驗。走到這一步,方向正確,奈何速度太慢,各條主要戰線除了XBox以外,尤其是Windows 8.1 和 Surface,看不見太多曙光。


以下是 Steve Ballmer 股東郵件全文


This is a unique letter for me — the last shareholder letter I will write as the CEO of the company I love. We have always believed that technology will unleash human potential and that is why I have come to work every day with a heart full of passion for more than 30 years.

Fiscal Year 2013 was a pivotal year for Microsoft in every sense of the word.

Last year in my letter to you I declared a fundamental shift in our business to a devices and services company. This transformation impacts how we run the company, how we develop new experiences, and how we take products to market for both consumers and businesses.

This past year we took the first big bold steps forward in our transformation and we did it while growing revenue to $77.8 billion (up 6 percent). In addition, we returned $12.3 billion (up 15 percent) to shareholders through dividends and stock repurchases. While we were able to grow revenue to a record level, our earnings results reflect investments as well as some of the challenges of undertaking a transformation of this magnitude.

With this as backdrop, I’d like to summarize where we are now and where we’re headed, because it helps explain why I’m so enthusiastic about the opportunity ahead.

Our strategy: High-value activities enabled by a family of devices and services

We are still in the early days of our transformation, yet we made strong progress in the past year launching devices and services that people love and businesses need. We brought Windows 8 to the world; we brought consistent user experiences to PCs, tablets, phones and Xbox; and we made important advancements to Windows Server, Windows Azure, Microsoft Dynamics and Office 365. We are proud of what we accomplished this year and continue to be passionate about delivering better devices and services more quickly.

To increase innovation, capability, efficiency and speed we further sharpened our strategy, and in July 2013 we announced we are rallying behind a single strategy as One Microsoft. We declared that Microsoft’s focus going forward will be to create a family of devices and services for individuals and businesses that empower people around the globe at home, at work and on the go, for the activities they value most.

Over time, our focus on high-value activities will generate amazing innovation and new areas of growth. What is a high-value activity? Think of the experiences people have every day that are most important to them — from communicating with a family member and researching a term paper to having serious fun and expressing ideas. In a business setting, high-value activities include experiences such as conducting meetings with colleagues in multiple locations, gaining insight from massive amounts of data and information, and interacting with customers.

Microsoft will enable these types of high-value activities with a family of devices — from both Microsoft and our partners — as well as with our services.

As we go to market, we will primarily monetize our high-value activities by leading with devices and enterprise services. In this model, our consumer services such as Bing and Skype will differentiate our devices and serve as an on-ramp to our enterprise services while generating some revenue from subscriptions and advertising. Enterprise services continue to be an area of great strength, growth and opportunity as businesses of all sizes look to Microsoft to help them move to the cloud, manage a growing number of devices, tap into big data and embrace new social capabilities.

Executing and accelerating

In the past year we took many bold steps forward in executing on our strategy.

First, we are well underway in implementing the new organization structure announced in July. The teams are working together in new and exciting ways. The key change we made is deceptively simple but profoundly powerful: Instead of organizing our teams around individual products, we’ve organized by function, including, for example, engineering, sales, marketing and finance. It ensures we have one strategy and work as one team with one set of shared goals.

Second, in September we announced we are purchasing Nokia’s Devices and Services business — including its smartphone and mobile phone businesses; award-winning engineering and design teams; manufacturing and assembly facilities around the world; and teams devoted to operations, sales, marketing and support. This is a signature event in our transformation and will bring together the best mobile device work of Microsoft and Nokia. It will accelerate our growth with Windows Phone while strengthening our overall device ecosystem and our opportunity.

Third, in September, we also announced a new segment-reporting framework. We have five new reporting segments tightly aligned with our focus on delivering innovative devices and services for both our enterprise and consumer customers. This framework was designed to give valuable insight into our progress in the key transformations we are undertaking in our businesses to drive long-term growth.

As I think about what’s ahead, I’m incredibly optimistic about what Microsoft will deliver. We are accelerating as we bring to market Windows 8.1 PCs and tablets with our partners, Surface 2, Xbox One and new phones; advance our enterprise services including Windows Server, Windows Azure, Microsoft Dynamics and Office 365; and innovate on new high-value activities.

Moving forward

With the decisions we’ve made this year, the strategy we’ve put in place, the organization we’ve designed, the world-class talent we have, and the devices and services we are creating, we are well-positioned to deliver growth and world-changing technology long into the future.

We have seen incredible results in the past decade — delivering more than $200 billion in operating profit. I’m optimistic not only as the CEO but as an investor who treasures his Microsoft stock.

Working at Microsoft has been a thrilling experience — we’ve changed the world and delivered record-setting success — and I know our best days are still ahead.

Thank you for your support.

Steven A. Ballmer
Chief Executive Officer
September 27, 2013



其中引用了一張由HotelClub製作的Infographic,鉅細無遺地試從各種不同的數據,分析和比較香港跟中國其他主要科技城市,例如上海、北京和深圳的差別提出一些有趣的數字和論點,例如在Co-Working Space方面的增長率、以中國為本的Tech Startup的總部分佈比例等。


  1. 網絡和資訊自由:不用受制於「防火長城」,訊息可以不受過濾或審查,自由流通。
  2. 商業上優勢:在香港成立一家新公司及開設銀行戶口,最快可於兩天內完成;相反,在國內其他主要城市可能需要兩個月。


  1. 昂貴租金:香港租金較紐約市還要高出30%,導致創業成本高企。
  2. 難以擴展:香港僅7百餘萬人口,不足以養活大部分以互聯網為基本商業模式的Startups。即使部分香港公司也可以進入中國內地市場。
  3. 投資者信心:香港投資者對房地產和股票市場十分熟悉,但對科技相關的投資項目卻依然陌生,在科網爆破多年後猶有餘悸,有著「High Tech揩嘢」的恐懼。
  4. 創新投資不足:以2012年數據為例,香港在創新科技方面的 R&D 投資只佔本地生產總值0.73%,相對偏低。



Joe Pulizzi
Founder at Content Marketing Institute, Author of Epic Content Marketing, Speaker & Entrepreneur



Joe Pulizzi 分享了他的每朝必讀佳句,看看又是否同樣對大家都有裨益?




“If you don’t make mistakes, you aren’t really trying.”
Coleman Hawkins, Jazz Musician

“Patience, persistence and perspiration make an unbeatable combination for success.”
Napoleon Hill, Author

“I cannot give you the formula for success, but I can give you the formula for failure, which is: Try to please everybody.”
Herbert B. Swope, American Journalist

“If you have always done it that way, it is probably wrong.”
Charles Kettering, Engineer

“Judge a man by his questions, not by his answers.”

“If you try to do something and fail, you are vastly better off than if you had tried nothing and succeeded.”
The Back of a Sugar Packet (Anonymous)

Connect Joe Pulizzi via LinkedIn now

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